Please choose between the following three options for navigation.
Participants will be divided into two groups, and groups will alternate between sessions for the workshops
• Acknowledging what has made you successful• Assessing how the success model is holding up• Conducting a comprehensive situation assessment• Defining your destination (critical mission, vision, values, value proposition)
• DiSC® review – leadership inventory of what you have and what you don’t • What does it mean for strategy – what can you use as leverage, and what should you avoid doing? Are you the leader you need to be? Situational leadership.• Taking inventory – your influence level with your team, your executive, your Board, other stakeholders. The weak links, the relationships that need help - who will be your allies and who will not?• What’s your worldview? Your biases? How are they getting in your way?• Turning constraints into opportunities – thought model.
• Establishing clarity on the critical mission and vision• Value proposition: a closer look• Determining key strategic decision criteria: the decision matrix• Using the Offerings-Market matrix
• Emotional Intelligence – know what to use, when and with who. Be strategic in your EQ. How do you communicate what to who? Are you successful? What are you modelling as a leader?• Communication plan for strategy – what to consider.• Cultural audit – is your organizational culture ready and equipped for your strategy?• Where are your skill sets, your gaps in your organization? How well do you know your people and what they are capable of? Where are your landmines?
• The brain on change – what you need to know and how it will impact your message & the delivery• Emotion vs logic – can’t use one without acknowledging the other• Identifying the change and identifying the quick adaptors/ambassadors• Managing expectations and Managing resistance (who are your ‘laggards’?)• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?
• Decisions around adding (or dropping) user segments or profiles• Decisions around adding (or dropping) offerings• Aligning revenue strategies• Developing the right questions (including alignment)
• Getting everyone on the bus• Strategic Decision Making + implementation• When should you have team input/consensus, and when not to? The science of collaboration.• Delegation – who will do what and how can you make delegation successful? • The neuroscience behind our decisions.
• Understanding the link between operational soundness and strategic success• Testing validity: do you have consistency and alignment?• Assessing what issues remain to be resolved• Prioritizing
• Understanding potential new processes in the pipeline • Stakeholder management processes• Internal operations excellence processes• Beyond planning: execution
• Leading through uncertainty – setting and communicating organizational goals while ensuring productivity during times of change/stress• Using organizational values to underpin performance and communication• Understanding peoples’ behaviours/motivators • Translating values to actions to behaviours.
• Assessing the human capital• Assessing the information capital• Assessing the organization capital• Planning for changes in capital
• Behaviour modelling• Changing behaviours• What needs to change in order to succeed? • Behavioural grid (start, stop, keep doing)• Thought leadership in the performance management field.
• Coaching skills and methods to help your stakeholders reach their goals
• Understanding that implementation is the reason that most strategies fail• Developing an implementation plan• Assigning accountability• Engaging staff for best ideas
• The importance of getting the message right the first time. Slow it down. Have an actual communications plan. • Check out all the possible angles/impact. Who will be your central communication hub, the communication “linch pin”? Internal communication first, then external. Means must match the message. Remember peoples’ learning styles.• Do employees know what your mission/vision/mandate is? Have you clearly articulated the “why” behind this strategy/plan?
• Creating a balanced set of dashboard objectives• Developing measures• Completing the dashboard• Communicating across the organization
Join our financial literacy volunteer program for CPA members.
February 26, 2018
Embrace change and make an impact on your not-for-profit (NFP) with insights from industry experts and leaders.
November 16, 2017
From podcasts to virtual classrooms and online courses, there are multiple ways to meet your 2017 CPD requirements online and on the go.